Mark Nicholls - Helping Time Poor Ceos Email & Phone Number

Stroud, Uk

I am responsible for both the business development and the operations sides of the business which effectively means focusing on extending the Tectona talent pool and developing processes underpinning the way that Tectona does business. It is critical for Tectona to have the right FDs to ensure that we can match the FD to the specific needs of every one of our clients - it is just as important to get the personal chemistry right as it is to have the exact experience or skillset. And at Tectona we are so keen to get this right first time that we offer (at our expense) a round of golf, a beer or a dinner, just you and your selected FD, to really get to know each other outside the work environment.When we set up Tectona, we spent a lot of time refining the Tectona processes. Being able to start with a blank sheet of paper was a huge advantage - compared to the challenges being experienced by some of the other players in this space. I personally think it is critical to have processes which support and lend consistency to any brand and to ensure a similar high quality customer experience.

Director focusing on managing client expectations.

Swindon, United Kingdom

Managed the 10 Regional Directors with a focus on sharing more widely the good practices in the team while introducing more consistency across the team.

Swindon, United Kingdom

I was responsible for growing the FD Centre in the Thames Valley region of the UK.Managing a team of 11 finance directors and responsible for working with intermediaries, driving new business and managing clients.

Launching the Business Improvement Service in the south west of England. This premium commercial service used proven business advisers and was focused on carrying out detailed holistic analysis of businesses, carefully evaluating all options, recommending appropriate solutions and introducing to the right supplier.I found my significant network from Business Link days to be hugely useful both in getting the right introductions and also to refer work to.

The Business Link contract for the northern half of the South West of England was taken on by Northern Arc in Bristol. I managed a team of over 100 business advisers focusing their skills on providing value added support to small businesses - including cultural, consistency of diagnostic approach, alignment of reporting and bidding for new contracts.I was responsible for the strategic leadership and operational delivery through a period of dramatic change, which included:• Leading the team of over 100 business advisers and galvanising them to exceed all productivity and customer satisfaction measures• Managing the strategy and implementation of a fundamental restructure of the client facing teams which lead to alignment of the service offer with local partners and significant operational efficiencies• Negotiating and delivering the Business Link contract, meeting all key performance indicators and generating a £0.5 million surplus each year which meant the business invested in a broader service offer and added significant value to clients• Managing expectations and maintaining motivation of all staff during a period of significant contraction thereby enabling the organisation to operate normally through a very difficult period• Identifying the opportunity, planning and leading a bid team which successfully secured and delivered the outcomes for a £12 million contract for a new service which also enhanced the capability of advisers to carry out diagnostic work with clients• Establishing and managing a structure to oversee 7 regional projects across a consortium of separately owned companies (one being a division of Serco Plc) which resulted in the funder benefiting from consistent and higher quality delivery across the South West regionI left the role when the Tory government cut funding for business support under the Business Link brand.

Wiltshire

I moved my focus from face to face client work to managing the Wiltshire team of gateway (answering phones), general business advisers, international trade advisers and specialist advisers - in all about 25 people. The focus was delivering the government funded Business Link contract and one of the key measures was to exceed 91% customer satisfaction. This we consistently achieved - and it was tested independently!

Wiltshire

Having helped ease businesses in to the grave I felt very well placed to advise businesses how to recognise early signs of impending challenges and address them promptly. I spent a lot of time being trained in diagnostic approaches and models - with the DUBS (Durham University Business School) model being the most robust yet flexible. And 20 years later I still use this approach regularly.I had a portfolio of 24 clients and was accredited to NVQ Level 4 in Business Counselling. I then became an accredited D32/33 Assessor observing other advisers for quality of approach.

London And Bristol

I was responsible day to day for a number of high profile receiverships - in the days of bank debentures with fixed and floating charges - managing a small team of staff and reporting directly to the Administrative Receiver or Liquidator.This was my first experience of really appreciating the power of personal networks - all before the advent of online networking/social media.

London, United Kingdom

I was responsible of a number of audits both of owner managed businesses and of part of larger organisations - M & G, Alfa Laval, Jardine Insurance Brokers, Kleinwort Benson.The real challenge was to find time to study for the institute exams after a long day at client sites.

Bsc (Hons), Engineering

Activities and Societies: Parachuting Flying

A Levels, Maths, Physics And Chemistry

Activities and Societies: Golf Tennis Cricket BridgeAnd Andrew Strauss followed me here too!

"O" Levels - As They Were Called Way Back When

Activities and Societies: Rugby, Photography, Cross Country runningAndrew Strauss followed in my footsteps!